The Transformation towards the

future Quality Manager

by

Benedikt Sommerhoff

Deutsche Gesellschaft für Qualität e.V. (DGQ)

Frankfurt, December 2014

translated by

Elizabeth Flint, Newcastle upon Tyne

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Contents

1  Introduction ................................................................................................................................ 2 1.1  Motivation and Background ................................................................................................ 2 

1.2  Initial situation and propositions ......................................................................................... 3 

1.3  Way of proceeding .............................................................................................................. 4 

2  Approaches and models for analysis and explanation of the occupation of quality manager.... 5 2.1  Characteristics of “occupations” ......................................................................................... 5 

2.2  Characteristics of “professions” .......................................................................................... 6 

2.3  Systemic profession theory ................................................................................................ 6 

2.4  Alternative role scenarios of the occupation of quality manager ........................................ 7 

3  History and current situation of quality management from the occupational point of view ...... 11 3.1  Initial and key innovations ................................................................................................ 11 

3.2  Direction and development of the characteristics of the occupation................................. 14 

3.2.1  Jurisdiction and tasks ................................................................................................ 14 

3.2.2  Methods and tools ..................................................................................................... 15 

3.2.3  Qualification and competencies ................................................................................ 16 

3.2.4  Status and role .......................................................................................................... 16 

4  Future requirements regarding the occupation of quality manager ......................................... 18 4.1  Procedure for identifying future requirements .................................................................. 18 

4.2  Trends for quality management and the occupation of quality manager .......................... 19 

4.2.1  Jurisdiction and tasks ................................................................................................ 22 

4.2.2  Methods and tools ..................................................................................................... 23 

4.2.3  Qualifications and competencies ............................................................................... 23 

4.2.4  Status and role .......................................................................................................... 24 

5  The quality manager as organisation developer ...................................................................... 24 5.1  Organisation development – the new area of jurisdiction for the quality manager ........... 24 

5.1.1  Plausibility and benefit ............................................................................................... 24 

5.1.2  An approach to organisation development that is specific to quality management organisation development ........................................................................................................ 25 

5.1.3  The quality manager as organisation developer ....................................................... 27 

5.2  Transformation ................................................................................................................. 28 

5.2.1  Professionalisation .................................................................................................... 28 

5.2.2  Marketing ................................................................................................................... 29 

5.2.3  Differentiation ............................................................................................................ 29 

5.2.4  Qualification ............................................................................................................... 30 

5.3  Boosting the effect of quality management ...................................................................... 30 

6  EOQ perspective and European transfer ................................................................................. 31 7  Conclusion and prospects ....................................................................................................... 33 8  Sources .................................................................................................................................... 34 

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1 Introduction

1.1 Motivation and Background

The present work is basically a short version of my dissertation on “Development of a

Transformation Concept for the Occupation of Quality Manager” („Entwicklung eines

Transformationskonzept für den Beruf Qualitätsmanager“1), which I presented to the University of

Wuppertal in 2011 and which resulted in the award of my Doctorate (Dr.-Ing.) in 2012. I have now

extended my thesis to show how the insights gained regarding quality managers in Germany can

be transferred to other countries and how the European Organization for Quality, its member

organisations and their members in European countries can make use of them.

I have already presented my initial premises, theses and insights - before and increasingly

following award of my doctorate - in numerous talks and articles in specialist publications. The

reaction was and continues to be very strong and positive. My specialist colleagues in the sector

have discussed my contributions in great detail and in many cases have greeted them with

enthusiasm. Many colleagues have also contributed further ideas on implementation and have

agreed to provide their support. As a result, DGQ created a specialist circle with the theme of “QM

Occupations” in 2012, in which members of DGQ wish to work together on the further development

of the quality management occupations. Dr. Wolfgang Kaerkes, long-time President of the Board of

DGQ and supporter and mentor of my doctoral thesis, has been kind enough to take my

propositions and insights to the EOQ. Dr. Eric Janssens, Secretary General of the EOQ, has

recognised their potential and has agreed to EOQ-funded translation of my extended thesis into

English.

My decision to begin by discussing the nature of the occupation of Quality Manager is based on

the following observation. Scientific and practical work on the subject of quality management has

up to now almost exclusively been concerned with the tools and methods and with the models and

systems of quality management, but not with the occupations engaged in implementing quality

management2 on the ground.

This paper is intended to help draw the attention of quality science, quality managers, the

managers to whom they report and last but not least the national quality organisations and

companies, to the occupation of Quality Manager. It should also lead to strengthening of the

discussions already taking place within the occupational group on theories and forecasts regarding

the occupation of Quality Manager. Based on this, the occupational group will receive new stimulus

for strong positioning of the occupation of quality manager, focussing on future requirements. This

will directly and sustainably raise the effectiveness and significance of quality management. In this

way, the specialist community will recognise that concerted action is required in order to launch the

1 Dissertation of the author [Sommerhoff 2012] 2 This conclusion is the result of evaluation of scientific literature relating to quality, the research programmes and projects of the chairs of quality management at universities and the evaluation of more than 50 years of the leading German specialist publication on quality and reliability “QZ – Qualität und Zuverlässigkeit” (formerly quality control - “Qualitätskontrolle”). Here it is certainly possible to find contributions regarding the changing tasks of quality managers and quality representatives. For example, in his dissertation, Krämer [Krämer 1997] discusses the change in the function of quality assurance and quality management and describes changing tasks and designations of quality-related posts in the context of Total Quality Management. Noé dedicates a specialist book to the development “from quality manager to internal management consultant” (“vom Qualitätsmanager zum internen Managementberater“) [Noé 2010] and Castiglione describes the “quality manager as allrounder” (“Qualitätsmanager als Allround-Talent“) [Castiglione 2011]) among others in the roles of internal consultant and advisor, coach and change manager. Both of these authors base their observations on their own experiences as quality managers or consultants, but do not make use of any analyses or explanatory schemes from the area of occupa-tional science.

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necessary transformation of the occupation of quality manager and to pursue it successfully into

the future.

The present work makes use of studies, research and insights which I carried out and acquired

within the framework of my activities when writing the above dissertation. The present text is,

however, written specifically for publication by the EOQ. Graphics and short text passages in

footnotes taken from the dissertation are identified as such. The underlying analysis and the

studies that have been carried out relate to the situation of quality management and quality

managers in Germany, but I will also explain to what extent and how this can be transferred to

other countries.

The aim of the dissertation is to create a transformation concept for the occupation of quality

manager in order to orientate and direct it towards new requirements. This text also shows why

and how the field of organisation development offers a decisive new positioning for quality

management and the occupation of quality manager and how this new positioning can strengthen

the effectiveness of quality management.

1.2 Initial situation and propositions

Quality managers are the major protagonists when it comes to quality management. Quite rightly,

top and middle management and employees are also very significant, as they also work on and

make a contribution to quality management and are internal customers for the services of the

quality managers. They determine the objectives, acceptance and effectiveness of the quality

management measures. The quality managers themselves are of particular significance as

promoters, developers and implementers of quality management. They have to find and apply

solutions suitable for the organisations within which they work and for the people whom they wish

to address – often meeting resistance along the way.

A first proposition regarding the occupation of quality manager which is used as a basis in this

paper states that the success of quality management in an organisation depends more on the

person and personality of the quality manager than on the functionality of the quality management

methods and tools that are used. It is not only the competence of the quality manager which is

responsible for success; this competence is a necessary prerequisite. It is much rather the status

and role of the quality manager that are the key factors.

A second proposition is as follows. The occupation of quality manager has been considerably

shaped by the requirements of previous decades. As a result, the quality manager occupational

group is not able to fulfil additional and different future requirements in an appropriate way. In

addition, quality managers have to cover an ever wider spectrum of sectors and themes, but are

not in fact equipped to do so. Other occupations such as controllers, human resources managers,

IT specialists and consultants are expanding their competencies to the detriment of quality

managers, and are continuing to develop their roles. Quality managers are in danger of losing their

ability and possibility to act. These developments have a negative impact on the quality capability

of organisations. The occupation of quality manager needs to be newly defined.

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Companies and public services are under very considerable pressure to change3. The response of

quality science and quality management practice to the increasingly complex situation that results

from this consists of modern and holistic quality management approaches such as the EFQM

Excellence Model, the Aachen Quality Management Model, the St. Gallen Management Model and

the Wuppertal Generic Management Concept4. These models all have quality management system

development in the sense of organisation development5 at their heart. However, working on

organisation development is not automatically understood to be an integral and vital part of the

work of a quality manager today, as understood by quality managers themselves. There is also a

general lack of basic education and training in organisation development within the specific context

of quality management.

The present document shows what the future requirements for the occupation of quality manager

are, and also demonstrates how the occupation can be newly positioned in order

to fulfil these future requirements,

to raise the profile of the occupation itself and therefore

to increase the acceptance and effectiveness of quality management as a whole.

1.3 Way of proceeding

In order to consider the occupation of quality manager in a scientific way, use will first be made of

knowledge gained and explanation models from occupational research, and of occupation and

profession sociology. These will help to interpret the development of quality management to date

from the professional point of view and will help above all to identify the mechanisms suitable for

achieving any transformation of the occupation of quality manager which may be necessary.

This is followed by an analysis of the historic development and the current situation, which is based

on literature searches, official statistics and also my own studies of the subject6. It shows the

starting point from which further development and transformation have to occur. The vital aspect is

then the identification of future requirements for the occupation of quality manager. This will be

possible with the help of a trend scenario, QM 2020, drawn from trend forecasts and studies

regarding the future. The identification of future requirements provides a basis for further

development and transformation. Then, using these findings, a transformation concept for the

occupation of quality manager will be sketched out. Transfer of the approaches developed for

Germany to other countries, particularly within the sphere of activity of the EOQ, associated with

considerations as to how national quality organisations can drive forward further development of

the “quality occupations” in a systematic way, will complete the matters under consideration here.

3 Compare: Abele and Reinhart, who above all describe the challenges for manufacturing companies and, among other things, consider demographic change, new technologies, climate change, low availability of resources and changing mobility as factors which initiate the need for change [Abele 2011]. Strahlendorf and Kleinschmidt state: “Pubic administration is undergoing a fundamental process of change” [Strahlendorf 2008, S. 3]. Deutsche Bank Research describes the huge factors influencing change in the service sector [Ehmer 2009]. (Footnote taken from [Sommerhoff 2012].) 4 For the EFQM Excellence Model, see [EFQM 2010], for the Aachen Quality Management Model, see [Winzer 2006], for the St. Gallen Management System see [Rüegg-Stürm 2004], for the Wuppertal Generic Management Concept, see [Masing 2007] 5

The Society for Organisation Development (Gesellschaft für Organisationsentwicklung - GOE) defines organisation development as “a long-term, sustainable development and change process affecting organisations and those who work in them. The effectiveness of this process is based on learning by all those involved through direct participation in the processing and solution of operational and com-mercial problems.” [GOE 2009] 6 Telephone interviews in 2008 and 2010 with a total of 700 top managers, 500 quality managers and 1000 members of the public

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2 Approaches and models for analysis and explanation of the occupation of quality

manager

Occupational research and occupational sociology contribute

the characteristics of occupations,

the features of professions and

systematic profession theory

to investigations into the occupation of quality manager7. These contributions did not come into

being specifically in connection with the occupation of quality manager, but are generally

applicable to types of work that are classed as professions. It is in fact the case that occupational

research and occupational sociology have rarely taken the occupation of quality manager into

account up to now, and in any case have not considered it as an independent entity.

2.1 Characteristics of “occupations”

There are many definitions of “occupation” 8, which are broadly similar to each other. Dostal et al.9

[Dostal 1998] have described an occupation as consisting of a complex network of characteristics.

From these, four pairs of summarising characteristics for occupations can be drawn:

jurisdictions10 and tasks,

methods and tools,

qualification and competences,

status and role.

These pairs of occupation characteristics make it possible to describe the occupation of quality

manager as regards its history and its occupation profile today. They identify the central themes for

change or new positioning of the occupation profile. The occupation characteristics also help to

answer the basic question of whether “quality manager” really is an occupation at all. For in the

publication on classification of occupations entitled Klassifikation der Berufe (KldB2010), which

was updated in 2010 and which is used in Germany by the Federal Statistical Office and the

Federal Employment Agency11, the occupation of quality manager was listed for the first time in

201012 but never in the previous documents. The more the occupation of quality manager can be

differentiated from other occupations based on its characteristics, the more plausible is its

classification as an occupation in its own right. At the international level, the International Labor

Organisation (ILO) was also still working in 2013 on implementing the ISCO-08 (International

Standard Classification of Occupations 2008), which will then replace the ISCO-88 from 1988.

7 Section 2 provides a brief summary of the comprehensive consideration of the contributions of occupational research and occupational sociology which appear in the dissertation of the present author [Sommerhoff 2012]. 8 Geser [Geser 2005] defines occupations as “institutionalised role-related “activity bundles” (e.g. "Qualification bundles") within the division of labour that takes place within society.” 9 [Dostal1998, S.438-460]. At the time of publication, the authors Dostal, Stooß and Troll were researchers at the Institute for Employ-ment Research of the Federal Employment Agency (Institut für Arbeitsmarkt- und Berufsforschung (IAB) der Bundesanstalt für Arbeit). 10 jurisdiction is a specialized term of the occupational sociology and can be interpreted as responsibility 11 [KldB 2010] 12 “It was only in autumn 2010 that the Institute for Employment Research (Institut für Arbeits- und occupationsforschung - IAB) named differentiated quality management occupations in the new classification of occupations 201012 (KldB 2010) (the Group “occupations in technical quality assurance” - technischen Qualitätssicherung - and the Group “supervisory and management personnel – technical production planning and control” - Aufsichts- und Führungskräfte - Technische Produktionsplanung und -steuerung). The service sector is not represented in such a differentiated manner, and only the “quality representative for health and social services” (Qualitäts-beauftragte - Gesundheits-/Sozialwesen) and the “IT quality assurance coordinator” (IT-Qualitätssicherungskoordinator are listed. Quo-tation with sources from [Sommerhoff 2012]

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In its initiatives up to now which have been aimed at further development of the quality

management occupations, EOQ has placed emphasis on tasks and on qualification and

competences. This is also reflected in the important CoS 9000 document, which is currently being

revised. However, it remains to be demonstrated that jurisdiction is more important for the further

development of the QM occupations than the tasks themselves that are performed within the

occupation. The status and role of quality managers are also more important drivers for the

effectiveness of quality management than, for example, the tools and methods that up to now have

been the object of strong consideration within the sphere of quality management.

2.2 Characteristics of “professions”

The so-called “professions” represent a prominent group among the occupations with regard to

their status and social significance. The traditional professions include doctors, lawyers, ministers

of the church and professors [Kurtz 2002]. The aim here is not to demand or achieve

categorisation of the occupation of quality manager as a profession. It is rather the case that the

features that define an occupation as a profession can serve as quality characteristics for

particularly well-recognised and respected occupations. On this basis, the rank and status of the

occupation of quality manager will be assessed and then raised in a targeted fashion within the

framework of a transformation aimed at improving its attractiveness and effectiveness (see 5.3).

Kurtz [Kurtz 2002, S. 49], also referring to Cogan [Cogan 1953], describes “a catalogue, which

contains the characteristics and criteria most frequently used in order to identify professions”. In

this connection, he lists seven characteristics:

organisation within a strong professional association

presence of a code of ethics

qualification (academic, influenced by members of the profession)

orientation towards the common good

extensive autonomy in the practice of the profession

monopoly as regards rights of significant action (jurisdiction)

prohibition on advertising.

2.3 Systemic profession theory

With his systemic profession theory, described in his work “The System of Professions” [Abbott

1988] which is considered the standard work on the subject13, Andrew Abbott frees himself from

the use of characteristics which define professions. He defines as follows14: “professions are

exclusive occupational groups applying somewhat abstract knowledge to particular cases”. This

seems to be a very broad definition, comparatively speaking. For Abbott, the question of

differentiation between expert occupation and traditional profession does not seem to play any

part. He shows that occupations and professions do not develop of themselves in an isolated

13 Even if it was published as early as 1988, Abbott’s work continues to be of relevance. When considering the professions, almost all the authors in the field of sociology refer to Abbott’s System of Professions. The reading list of the section on the sociology of profes-sions of the German Sociological Association for Abbott’s System of Professions under the heading of More recent theoretical develop-ments (Neuere theoretische Entwicklungen) is also of interest here (see www.professionssoziologie.de). Kurtz and Klatetzki provide two examples of the current recognition that is enjoyed by Abbot amongst German profession sociologists. Kurtz, Member of the Manage-ment Board of the occupational sociology section of the German Sociological Association [Kurtz 2008 S. 15], in his professorial thesis regarding the “occupational form of society” designates Abbott as the person “who has played the major role within profession sociology since its inception […]”. Klatetzki, Professor of Sociology at Siegen University, in his contribution to the publication “Organisation und Profession” [Klatetzki et al. 2005] explains the structure of professional behaviour based on the concepts used by Abbott. (Footnote taken from [Sommerhoff 2012].) 14 Abbott [Abbott 1988, S.8]

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fashion, but exist within a highly dynamic, interdependent system of occupations. He identifies the

“claim of jurisdiction”15 as a driving force within the context of competition – “competition for

jurisdiction”16. The occupation of quality manager is also in a relationship of intensive

interdependence with other occupations, such as managers, controllers, human resource

developers, consultants. Competition is becoming more intense for quality managers, for the other

occupational groups are penetrating ever further into the traditional responsibilities of the quality

manager, such as for example that of the design and installation of management systems. Abbott

demonstrates that professions have exclusive jurisdiction – “jurisdiction is exclusive”17. This

observation is also relevant to the occupation of quality manager. Are the competencies of quality

managers still sufficiently exclusive? Section 4.2 considers this question.

Abbot describes the mechanism by which occupations penetrate into new competencies or those

which are becoming vacant in terms of a vacancy model18, which is based on the premise that

such vacancies trigger surges in the development of occupations. Does such a vacancy exist today

or in the foreseeable future for the occupation of quality manager? Sections 4 and 5 of this

document will demonstrate that organisation development is the jurisdiction that is sufficiently

vacant in order to provide the occupation of quality manager with a strong position, and therefore

also strengthen the impact of quality management.

The development history of occupations is defined by initial and key events, so-called first events

and milestones. Section 3 describes these events in relation to the occupation of quality manager.

And last but not least, professions are characterised by a unique and abstract system of

knowledge. Professional knowledge cannot be simply learnt and transferred; initiation into this

knowledge constitutes initiation into the profession. Such knowledge clearly differentiates

professions from one another. In contrast, the traditional knowledge system of quality management

has become more and more generally accessible and used and is now by no means exclusive.

This places the exclusivity of the jurisdiction, and also the status of quality managers, at risk.

Section 5.1.3 shows how the jurisdiction of organisation development provides the occupation of

quality manager with this exclusivity.

The systemic profession theory of Abbott therefore provides several explanation models in order to

understand the occupation of quality manager, but also describes mechanisms which show how

occupations can be developed further. The transformation concept described in 5.2 will be based

on these.

2.4 Alternative role scenarios of the occupation of quality manager

Following the identification of explanation models from the areas of sociology and occupational

research, a description of alternative role scenarios extrapolated exclusively for the occupation of

quality manager now demonstrates the heterogeneous nature of the way in which the occupation is

practised today. Concepts for future design and positioning of the occupation can develop as a

result of this. A “scenario cross” diagram serves to extrapolate these alternative role descriptions. It

requires two variables, which are represented on two axes. A Strategy Map [Kaplan 2004] serves

to identify the variables, as is used in the creation of a Balanced Scorecard [Kaplan 1992]. In this

15 Abbott [Abbott 1988, page 59 ff] 16 Abbott [Abbott 1988, page 33 ff] 17 Abbott [Abbott 1988, page 34] 18 Abbott [Abbott 1988, page 88 ff]

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context, the benefit which accrues to the organisation through quality management and also the

pairs of occupation characteristics described above can be used in a similar way to the

perspectives of a Balanced Scorecard (see Table 2-1).

Table 2-1: Analogies of the occupation characteristics using the traditional Balanced Scorecard

Occupation characteristics BSC perspectives according to Kaplan and Norton19

Benefits to the organisation Financial perspective

Jurisdictions and tasks Market and customer perspectives

Methods and tools Process perspectives

Qualifications and competencies Learning and development perspectives

Status and role

Figure 2-1 shows the cause-effect relationship between aspects of occupation characteristics as

they affect the benefits to organisations offered by quality management. The benefits consist of:

reduction in errors and waste,

increase in efficiency,

increase in the attractiveness of the organisation for all its stakeholders.

Figure 2-1: Cause-effect relationships for the occupation of quality manager

At the start of the cause-effect chain towards these aspects of benefits to the organisation, the

status and orientation of quality management act as decisive drivers. Their characteristics and

emphases are decisive for the quality management, and different characteristics lead to

differentiable role scenarios of quality management, associated with different roles of the quality

managers.

19 [Kaplan 1992]

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The variable status can have a leading or subsidiary character, and it can either retain or change

the variable orientation20. Figure 2-2 shows this with the help of a scenario cross diagram which

covers the scenarios21. The four scenarios, which can now be differentiated from one another, can

be effectively designated as policing, control function, project reserve and organisation

development.

Figure 2-2: Scenario cross, alternative role concepts for quality management

Policing is the scenario of quality management which is strongly subordinate in character and

which maintains the status quo. The typical role scenarios are those of quality inspector, purifier

and management system administrator. The control function scenario includes assertive quality

managers, who are nevertheless concerned with maintaining the status quo in the roles of quality

controllers, management system designers and moderators in quality-related conflicts between

managers. The project reserve scenario with subordinate rank and orientated towards making

changes, is recognised by top management as an additional resource for working on projects,

including change projects. Quality managers are used as quality improvers, but above all as

project service providers up to the role of project managers. Organisation development is the

role scenario within which quality managers positioned in the first rank play an active role in the

design of the organisation. It is clear that in particular the extreme scenarios, i.e. policing and

organisation development, are very different from one another and that it is difficult for individual

quality managers to change between the respective roles.

It is possible to check the theories shown in the scenario cross regarding the existence and type of

differences between the alternative role scenarios. This was carried out within the framework of a

20 Quality management in companies and organisations can differ very much as regards its orientation. It can be orientated towards adherence to and committed application of the regulations and standards, including strict adherence to any changes – in other words it can be orientated towards maintaining the status quo. However, quality management can also play an active role in initiating changes, having a more transformational orientation. [Sommerhoff 2012]. 21 The scenario cross diagram shown here is similar to the Sinus-Milieus [Sinus 2011] with regard to its axes and in the last analysis its function, which is to differentiate between alternative “populations” of quality managers. Using the axes “social situation” (lower class to upper class) and basic orientation (holding fast to what is known, maintaining existing circumstances up to action and experience, over-coming barriers), Sinus displays a portfolio in which the population is divided into various different milieus based on surveys.

10

study carried out by myself in 2010 which involved a survey of 399 top decisionmakers from 200

production companies and 199 service providers. The questions used are shown in Table 2-322.

Table 2-3: Interview questions23 regarding scenario descriptions and definitions

A I will now read you some statements regarding quality management and the position of the person responsible for QM in your company. Please tell me how far you agree with these statements, on a scale from 2 “completely agree” to 5 “completely disagree”. Quality management is the lead system for all other management systems in our company The quality manager has a higher profile than other managers of the same rank The quality manager is able to assert his opinions in disputes regarding adherence to quality regulations and

standards. No compromises are made when it comes to product quality. The area of jurisdiction of the quality management personnel extends beyond aspects of product quality and

the quality management system. The area of jurisdiction of the quality management personnel has been extended in recent years.

B I will now read you some statements regarding the work of the quality manager in the company. Please tell me how far you agree with these statements on a scale from 2 “completely agree” to 5 “completely disagree”. His day-to-day work is mainly characterised by repetitive tasks24 His day-to-day work is mainly characterised by project work The top company management consults him regularly with regard to important organisation development

themes. In our company, major projects for the future are led by the quality manager. One main focus of his QM work consists of new design of the corporate structure One main focus of his QM work consists of ensuring that regulations and standards are adhered to in the

company.

The results of the study show that the scenario cross drawn from theory is suitable in order to

demonstrate the existence and heterogeneous nature of the role scenarios (see Fig. 2-3). The

following observations are particularly significant. The four different role scenarios are represented

to an approximately equal extent, and there is hardly any difference between manufacturing

companies and service providers in this regard. For further considerations regarding transformation

of the occupation of quality manager, organisation development presents itself as a realistic role

scenario which already exists. If and how the quality managers working within this scenario fulfil

the role competently and effectively remains to be clarified.

22 The questions were included in a more comprehensive survey developed by the author, in which further questions relating to occupa-tions and quality management were asked. The survey was an element of the Excellence Barometer of the partners DGQ and forum! market research [Exba 2005, 2008, 2010] 23 The answers of a respondent to the six questions related to one of the axes (A for Rank, B for Orientation) on the scale from 1-5 were averaged for each axis and converted to a 100 scale, so that one coordinate comes into being in the scenario cross for each respond-ent. 24 In this Item, there is high agreement with maintaining the status quo, and low agreement with making changes. This item was evalu-ated in inverse form in the later formation of an index using an average from the answers to the 6 items.

11

Figure 2-3: Distribution of the different quality manager roles based on perception of their higher-level

managers25 [Sommerhoff 2012]

3 History and current situation of quality management from the occupational point of

view

The history of quality management has been described in detail by quality scientists26. The

consideration of the history of quality management from the occupational point of view which now

follows additionally identifies the initial and key innovations within the occupation of quality

manager. An evaluation then follows based on the pairs of occupational characteristics from

Section 2.1.

3.1 Initial and key innovations

The break in industrial development caused by World War II was so enormous in Germany that it is

appropriate to begin with a historical consideration of the occupation of quality manager27 in

Germany in the post-war period. In the nineteen-fifties, Statistical Quality Control (SQC)

represented a key innovation within manufacturing industry. Its origins extend back to the nineteen-

twenties and thirties, but it is only in the fifties that really rapid development of quality management

began, with SQC. Existing quality testers had to acquire a level of competence for SQC which

meant that traditional universal engineering knowledge was no longer sufficient in order to practise

the occupation of quality manager. It started specialisation of the engineering profession in the

direction of quality control engineer. The quality managers began to organise themselves early on,

with the main emphasis on organisation of qualification. As from 1952, the quality managers

organised themselves within the technical statistics group of the Economic Affairs Committee

(Ausschuß Technische Statistik beim AWF - Ausschuß für Wirtschaftsfragen), which in 1957

continued its work as the German working group for statistical quality control of the Economic

Affairs Committee (Deutsche Arbeitsgemeinschaft für Statistische Qualitätskontrolle beim AWF)

25 The lines within the diagrams show the averages of the results related to the axes. 26 Compare [Winzer 2002], Masing [Masing 2007], [Kamiske 2008], [Pfeifer 2010] 27 The designation of the function and occupation of Quality Manager only comes into being later and establishes itself in the nineteen-nineties. In order to name the occupational group consistently through all phases of its development, the designation “Quality Manager” is used throughout here. (Footnote taken from [Sommerhoff 2012].)

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and had 350 members in 1959. The Committee was finally absorbed into the German Society for

Quality (Deutsche Gesellschaft für Qualität).28 As early as 1956, the European Organization for

Quality Control (EOQC, later EOQ, European Organization for Quality, was established), with

Walter Masing as the founding president. From the point of view of occupational sociology, the

establishment of these organisations were important milestones in the development of quality

managers into an independent occupational group. For the next 30 years and beyond, SQC would

be the decisive influence on quality management and, in terms of qualifications required, on the

occupation of quality manager. Figure 3-1 shows categorisation of the different quality

management occupations29 and contemporary variations and designations of the early phase of

the occupation of quality manager.

Figure 3-1: Categorisation of the early quality management occupations and typical variants (examples)

[Sommerhoff 2012]

A further key innovation was Total Quality Management (TQM), a concept that was inspired by

Feigenbaum’s Total Quality Control30 and brought to Germany from Japan and the USA31, starting

in the eighties. TQM has fundamentally changed the occupation of quality manager, even

independently of how many organisations in Germany have really implemented TQM in an

intensive way. TQM lends the quality manager the “manager” element within the name of his

occupation. It gives him or her new positioning in relation to the company management, for TQM

requires stronger and more comprehensive cooperation with the top management level than was

previously the case with simple quality testing and statistical quality control. The pioneering period

of TQM was a time of innovative quality managers and prominent personalities who influenced

management theory, such as W. Edwards Deming and Joseph M. Juran - who had a great

influence on TQM - Kaoru Ishikawa, who put together the Seven Quality Tools, and Philip B.

Crosby, who introduced the Zero Defects principle.

Shortly after TQM became better known in Germany, a further development was launched which

had a decisive influence on quality management and above all on the occupation of quality

manager, namely the ISO 9001 certification. Like TQM it brings quality managers into close

proximity with top company management, for the wave of certifications which was now beginning

28 Masing has described the history of the DGQ in 2003 in detail [Masing 2003] 29 The EOQ designates them as quality professionals 30 From [Sommerhoff 2012]: Following several previous years spent in considering the subject of Quality Control [Feigenbaum 1951] in 1956 Feigenbaum uses the concept of Total Quality Control [Feigenbaum 1956]. In 1961 he publishes his standard work “Total Quality Control” in 1961, which had a vital influence on quality science [Feigenbaum 1961] 31 As an eye witness at the time, Kamiske described this process in impressive fashion in his work “Als TQM nach Deutschland kam” (When TQM came to Germany) [Kamiske 2010]

13

was characterised by a certain nervousness and inexperience on the part of all those involved. At

the beginning, top management paid a great deal of attention to the subject, but as certification

became routine, interest waned considerably. TQM and the wave of certifications basically

changed the way in which quality managers were trained, although training continued to take place

almost exclusively alongside working life. The numbers of those undergoing training in statistics fell

dramatically, whilst the new qualification as quality manager became extremely popular. The

reduction in the use of statistical methods in quality management and the reduced importance of

statistical QM training can only be attributed in small part to a reduced need due to better statistics

software, improved measuring methods and automated data processing. It was much rather the

result of the attractiveness of new and different QM tasks and qualifications; quality managers also

decided upon a new emphasis in their training for reasons of prestige.

Figure 3-2 shows the development of the quality-related occupations. In addition, Figure 3-3 shows

a classification of the quality occupations which depicts the current situation, and gives examples

of functional designations which are in standard use today.

Figure 3-2: Sources of today’s quality management occupations

Figure 3-3: Categorisation of the quality management occupations and typical variants (examples)

14

In the nineties, the increasing integration of subsystems meant that many quality managers also

had to concern themselves intensively with environmental management and occupational safety

and health systems32. However, it was above all the service sector which changed the occupation

of quality manager, because ever more service providers and public service organisations were

practising quality management. The difference was that the technically-orientated quality

managers, who were socialised as engineers within manufacturing companies and who up until

then had been the major influence on the occupation profile, were now caught up and overtaken in

terms of sheer numbers by quality managers with quite a different occupational socialisation. This

development has not yet been reflected at all within the occupation profile. The method portfolio,

shape of tasks and qualification of quality managers have in fact hardly changed.

But how important is the occupational group of quality managers today, measured in terms of its

size? As official statistics on occupations are based on categories33 established by the statisticians,

which do not include the occupation of quality manager, it is not possible to draw reliable future

conclusions regarding the size of the occupational group of quality managers. An estimate of my

own [Sommerhoff 2006], based on the number of companies in each company size class and on

the results of the Excellence Barometer studies of DGQ [DGQ 2005], yields a figure of between

35,000 - 70,000 quality managers in Germany.

3.2 Direction and development of the characteristics of the occupation

3.2.1 Jurisdiction and tasks

The basic tasks of the quality manager originally lay within the sphere of jurisdiction for

measurement and testing and also for failure management. Soon the area of requirement

management was added. TQM and ISO 9001 have additionally called for the tasks of management

system and organisation design. Organisation design is used here to designate an area of

jurisdiction which represents a preliminary stage of organisation development. Table 3-1 shows the

phases of initiation and establishment of assigned areas of jurisdiction and examples of

characteristic tasks within these areas. Figure 3-4 shows arrangement of the areas of jurisdiction

into the scenario cross from Section 2.

32 Seghezzi [Seghezzi 2007], in particular, made an intensive study of the integration of partial management systems from the point of view of quality science. 33 UP to 2010, the Federal Statistical Office made use of the KldB 92 [KldB 1992] and the Federal Employment Agency made use of the KldB 88 [KldB 1988]. KldB stands in German for classification of the occupations. As from 2010, KldB 2010 will apply. The draft of this latest document (Issue: May 2010 [KldB 2010a]) even named the quality manager explicitly as a non-sector specific occupation in the group of “occupations in company organisation & planning”, to which also “operational planners, idea and innovation managers, organi-sation developers, team managers and organisers” belong. All occupations within this group are assigned to the highest of four compe-tency classes. The latest version [KldB 2010] no longer mentions the quality manager here or anywhere else. However, the organisation developer continues to be listed. [Sommerhoff 2012]

15

Table 3-1: Jurisdiction and tasks of quality management [Sommerhoff 2012]

Areas of jurisdiction Tasks (examples)

Pha

se 1

B

egin

ning

s

(194

9-19

65)

Measuring and testing Receiving (incoming goods) inspection, intermediate and final testing, special and laboratory testing, test planning, test equipment and test method management, test evaluations, internal audits

Failure management Failure and failure cause analysis, failure correction, failure prevention, complaints management, process analysis, process control

Requirement management Requirement analysis (e.g. contract review), requirement fulfilment, quality planning, supplier quality management, design, implementation of quality assurance agreements

(General management tasks) Reporting (here, related to quality management), personnel management (related to QM personnel), personnel training

Pha

se 2

E

stab

lish-

men

t (1

965-

2000

)

Design of management system Design of the company standards, process design, (process) documentation, document control, change management, design/coordination of continual improvement process, integration of partial systems, characteristic number systems

Organisation design Organisation analysis, interdisciplinary coordination/cooperation, project management (change projects in particular)

Figure 3-4: Areas of jurisdiction of quality management within the scenario cross [Sommerhoff 2012]

3.2.2 Methods and tools

Table 3-2: Examples of methods and tools [Sommerhoff 2012]

Areas of jurisdiction Methods and tools (examples)

Measuring and testing Testing and measuring methods; Modernisation of the tools (in particular through the use of modern hardware and software); Audit checklists

Failure management Statistics: SPC, 6Sigma, Sampling tables; 7 Quality Tools (Q7); Problem solving techniques; Failure analysis methods: Failure classification, FMEA, 8-D Report

Requirement management QFD; Quality Agreements Management system design

Sample manuals; Characteristic number systems; Balanced Scorecard; Continual improvement systems; Flow diagrams; Organigrams

Organisation design Holistic analysis methods and tools (e.g. EFQM self and third party assessment, including RADAR assessment matrix), Hoshin (strategic target planning), Project management, Moderation and communication techniques, survey instruments (employee and customer surveys), quality circle

Established quality management tools and methods exist for the different areas of jurisdiction, as

shown in Table 3-2. The method portfolio is comparatively old and was already available in the

16

seventies, with the exception of a few latecomers such as the Balanced Scorecard and EFQM

methods. Quality management methods and tools that are suitable for service providers are

generally not shown here.

3.2.3 Qualification and competencies

Qualification of quality managers was for a long time dominated by training in statistics, which was

developed into an integrated training concept in Germany – integrated to the extent that it

subsumed all further themes considered necessary for qualification of quality managers. As from

the start of the nineteen nineties, quality manager training came into existence which focussed on

the development of QM systems and which started to subsume the theme of statistics and to

greatly reduce its scope. Quality management training intensively communicated the QM-typical

canon of methods, quite independently of whether these methods were used widely or often.

Qualification in quality management is up to the present day mainly undertaken alongside working

life, and is not included in initial occupational training.

Around two thirds of quality managers have a degree from a university or a university of applied

science. In 2010, 80% of these had acquired an additional qualification specific to quality

management, of which 96% acquired the qualification alongside their normal work34.

Quality managers require a broad range of skills, based on the methods and tools described

above. In addition, contemporary authors repeatedly demand and describe the social and

communication skills which are necessary in all phases of development of the occupation35.

3.2.4 Status and role

Contemporary articles and even job advertisements reveal that in the times when the quality tests

and statistical quality control were carried out there was an ambivalent perception of the status and

role of quality managers. Their decidedly quantifiable contribution to cost and defect reduction

earned the "respect of engineers", but their intervention in the individual spheres of jurisdiction of

others also gave rise to irritation and displeasure. Contemporary sources testify to this

ambivalence36. A Kienbaum study from 197737 places the head of quality assurance at positions 26

and 28 in terms of payment within the rankings of areas of work and specialism that were

examined.

TQM produced a shift in status, the quality managers moved upwards, closer to the top

management. ISO 9001 and the certification procedures confirmed this proximity to management,

but they also gave the quality managers the reputation of being bureaucrats mainly concerned with

documentation and non-practical matters. Today there exists a completely heterogeneous picture

as regards status and role (see remarks in 2.3 concerning role scenarios).

The occupation of quality manager today is hardly perceived or noticed by society. Occupation

prestige scales38, official statistical surveys and presentations of different occupations in the

34 These statements are based on the author's own studies within the framework of the DGQ Excellence Barometer 2008 and 2010 [Exba 2008. 2010]. 35 e.g. Thierfelder [Thierfelder 1964], Gaster [Gaster 1985] 36 see Kuhnert [Kuhnert 1965], Willemze [Willemze 1964] and Gaster [Gaster 1974], each in their contributions to "Qualitätskontrolle" (QK) (today QZ – Qualität und Zuverlässigkeit) and job advertisements for QK from the period around 1965. 37 Grätz reports on this in Qualitätskontrolle [Grätz 1977] 38 Based on data records from the official statistics and, in the latest version [Christoph 2005] using ISCO88 (International Standard Classification of Occupations 1988) the Magnitude-Prestigeskala provides a ranking of the occupations. The occupation of quality man-ager is not considered here.

17

media39 do not deal with the occupation of quality manager. Surveys of the general public40 do

show that the occupation of quality manager enjoys a positive association as compared to other

management occupations, but there is ignorance as to what characterises this occupation. In

contrast, management personnel within organisations have practical experience of quality

management and the function of quality managers, and this is coloured by individual experience.

For many management personnel, their own theoretical training initially forms the basis for a

distorted, incomplete picture of quality management. This is because teaching and specialist

publications relating to business administration, organisation theory and company management41

convey, if anything, an incomplete, unattractive and outdated picture of quality management almost

throughout.

39 see [Krüger 2005, pp. 19-154] 40 Statement on the basis of the author's own studies in 2010 with a survey of 1000 members of the public on the perception and stand-ing of quality management. Conception and results are described in detail [Sommerhoff 2012]. 41 The evaluation was conducted with reference to a random sample of 15 specialist books of the Library for Jurisprudence and Eco-nomics at the Johann Wolfgang von Goethe University Frankfurt am Main. The random sample encompasses the library's whole stock of specialist books on the subjects of organisation (organisation theory), general business administration (principles of business admin-istration) and company management. Specialist books on these subjects with a specific sectoral focus were not evaluated. The random sample encompassed the following publications: [Meyer 1977], [Weidner 1998], [Korndörfer 1999], [Schulte-Zurhausen 2002], [Bloech 2002], [Frese 2005], [Laux 2005], [Olfert 2006], [Kieser 2006], [Weber 2006], [Kieser 2007], [Olfert 2008], [Wittlage 2008], [Schierenbeck 2008], [Wöhe 2008], [Jung 2009].

18

4 Future requirements regarding the occupation of quality manager

The need for transformation of the occupation of quality manager, along with the direction and

nature of such transformation, can only be determined if the future requirements for quality

managers which deviate from current requirements can be identified.

4.1 Procedure for identifying future requirements

Identification of future requirements is possible by means of an extensive procedure of derivation

from existing trend forecasts and future studies following these steps:

1. Identification, comparison and selection of trend studies and future forecasts

(reference study Deutschland 2020, DB Research [Hofmann 2007])

2. Interpretation of trend statements

3. Translation of 116 global trend statements into trend statements for quality management

4. Assessment of the impact on

product quality the QM system the occupation

5. Allocation to the occupational characteristics

jurisdiction and tasks tools and methods qualification and competencies status and role

6. Derivation of a trend scenario

7. Identification of requirements

The selection of suitable trend forecasts and future studies42 is followed by an interpretation of the

trend statements made in them. Fig. 4-1 shows the 14 dynamics mentioned by the reference study,

and these in turn encompass 116 social trends.

42 A conscious decision was taken not to refer to studies specific to quality management, but instead to studies and forecasts which highlight general social and economic developments in Germany in a holistic way. The analysis applied here uses the study “Deutsch-land 2020” from Deutsche Bank Research [Hofmann 2007] as a reference study and compares it with two other studies from the Office for Estimating the Consequences of Technology (Büro für Technikfolgenabschätzung) in the German Bundestag [Kinkel 2007] and by Abele [Abele 2011].

19

Fig. 4-1: The reference study [Hofmann 2007] lists 116 trends for 14 dynamics

Each of the 116 trend statements of the reference study, with a few exceptions where no relation to

quality management could be established, was translated into a trend statement for quality

management. The effect of the trend statements specific to quality management on product quality,

the quality management system and the occupation of quality manager43 is indicated by scaled

assessments. As a next step, a classification was carried out to establish the pairs of occupational

characteristics44 to which the trend statement related. This structuring and classification of the

trend statements makes it easier to recognise subsequent requirements for the occupation of

quality manager. The preparatory work now culminates in the formulation of a trend scenario, QM

202045. From the preparatory work and the trend scenario it is now possible to identify the future

requirements for the occupation of quality manager.

Another approach to develop a future scenario is the use of the Delhi methodology as the American Society

for Quality (ASQ) did in 2011 [ASQ 2011]. The Delphi methodology however bears the risk, that the experts

asked are too much QM-focussed and rather extrapolate their past experience and mix it up with personal

wishful thinking.

4.2 Trends for quality management and the occupation of quality manager

The transformation of the 116 trends within 14 dynamics of the reference study leads to a new

clusters of dynamics for the future of quality management, shown in figure 4.2.

43 Five-stage scale starting at 1 (does not impact the product quality/the QM system/the occupation of quality manager) up to 5 (had a direct and strong impact on product quality/the QM system/the occupation of quality manager) 44 See Section 2.1, the occupation characteristics are: jurisdiction and tasks, methods and tools, qualification and competencies, status and role 45 The trend scenario and the route to its compilation were published by the author in 2010 [Sommerhoff 2010]

20

Fig. 4-2: The QM-Scenario derived from the reference study

The trend towards holistic quality management approaches extends the already broad portfolio of

themes for quality managers. The introduction of these models and approaches – as with TQM – is

already difficult in many organisations; such introductions or further developments constitute

profound processes of change, depending on the quality management’s original level of maturity,

and can therefore trigger major change projects. The complexity of business models, partner

relations, technologies and material is increasing in many sectors and this also gives rise to major

challenges for quality management. Regardless of internal company decisions to deploy holistic

quality management approaches, many more companies are experiencing frequent external and

internal incentives to change. These changes often impact quality management systems which

were originally designed to embody comparatively stable phases. In addition, workforces are still

being cut back in the course of rationalisation, and many sectors are also experiencing an

increasing shortage of quality management specialists. Other occupational groups such as

controllers, human resources developers and IT managers are extending their range of themes

and competencies, and they are taking an increasingly active role within the holistic systems.

These functions are then more and more frequently in competition with the quality manager. A

progressive tertiarisation46 in society, i.e. ever-stronger emphasis on the service sector, is

increasing the need for quality management and quality managers within service companies. In

future, there will be more quality managers in the service sector than in productive industry. Finally,

measuring, information and communication technology are developing very rapidly and creating

new possibilities for the quality assurance of products and processes. Table 4-1 summarises these

trend observations and indicates the opportunities and risks involved. Overall, the risks have the

effect of limiting the quality managers’ ability and possibility to act.

46 The primary sector produces raw materials, the secondary sector processes them to make products and the tertiary sector offers

services. Tertiarisation therefore means a "shift to the service sector" within society.

21

The leitmotif of future quality management development throughout is that of change. This includes

changing business models, organisation structures, co-operation models, working cultures, market

needs and market behaviour, regulation and technology. All these areas of change have a major

impact on quality management systems or trigger a need for their adaptation. Organisation

development means the integration of all change projects into a holistic, long-term overall strategy.

It therefore stands to reason that, as a result, organisation development should be identified as a

task which will be urgently needed within organisations in the future.

Table 4-1: Opportunities and risks for the occupation of quality manager [Sommerhoff 2012]47

Opportunity Risk

1. Trend towards holistic QM approaches

Quality managers play a leading role in the introduction and further development of holistic, generic management systems. They support and advise management personnel. Quality managers are assigned the jurisdiction for organisation development.

The importance of quality management and hence quality managers declines. Quality managers focus on technical tasks. They are not sufficiently capable of shaping holistic development in companies to a decisive extent.

The ability to act declines.

2. Increasing complexity

The quality managers bring knowledge and experience to the design of structures, regulations and methods which can reflect the complexity in an appropriate form.

The enormous complexity and the wealth of themes place excessive demands on quality managers.

The ability to act declines.

3. Increase in the frequency and intensity of change

On the basis of their existing competencies, quality managers model process landscapes and detailed processes which are amenable to change.

Existing management systems are too static, and their effect diminishes, as does adherence to their requirements. IT managers, external/internal consultants and process specialists shape quality-related processes without the quality managers.

The possibility to act declines.

4. Cut-back in the workforce

Quality managers are assigned further management tasks.

Management’s attention towards quality management declines and the jurisdiction for it is delegated to subordinate locations.

The possibility to act declines.

5. Competition between the occupational groups

Quality managers with a generalist orientation are respected contact persons for top management, they expand their theme portfolio and they qualify for management tasks.

The responsibilities of the quality managers are cut back and largely restricted to subordinated, conserving activities. The quality management system declines in terms of the attention it receives and its effectiveness.

The possibility to act declines.

6. Tertiarisation

Quality managers are networked across sectors. They leave their mark on the organisation development of service companies and public services. Quality managers from all sectors form a strong occupational group.

The heterogeneous nature of the sectors of the occupational group leads to a splintering of the occupational group.

The possibility to act declines.

7. Technif-ication

Automation due to the development of measuring technology, hardware and software relieve the burden on the quality managers and provide space for greater engagement with organisation development.

Quality managers are concerned more and more intensively with technology and deploy a major portion of their resources in this area.

The ability to act declines.

The competition between the different occupational groups is of particular significance for the

transformation of the occupation of quality manager. As Abbott has shown48, occupations develop 47 supplemented and developed further

22

within the system alongside other occupations in the struggle for jurisdiction (responsibility). For

the quality managers, competition is becoming more and more intense, see Table 4-2. In

particular, there is competition for jurisdiction with respect to organisation development, without

any indication that one of the occupational groups could claim this jurisdiction exclusively for itself.

Table 4-2: Internal and external competitive situation of the quality managers

Field of competition Position of quality managers, a direct comparison Controller 1. Key figures system

2. Target systems 3. Internal consultancy

Weak, Fields of competition 1+2 represent core jurisdiction and competency of the controllers. Controllers also rise more frequently than quality managers into the top management bodies. The occupational profile of controllers is just as clearly defined as that of quality managers and the degree of organisation is high.

Organisation developers

1. Organisation development (reorganisation, change projects) 2. Development of the management and corporate culture 3. Internal consultancy

Indifferent, the function of the organisation developer is substantially more heterogeneous. There is no clear professional profile associated with organisation development and the level of organisation amongst organisation developers themselves is very low. On the other hand, the organisation developers are ahead in terms of methodological competence and acceptance in the relevant fields.

Management assistants

1. Change projects 2. Special projects

Strong, because typically the function of management assistant is held on a temporary basis and does not have a clear occupational profile. However, the assistants have good and permanent access to the top company management.

Human resources manager

1. Development of the management and corporate culture, 2. Internal consultancy

Weak, in relation to Field 1. Field 1 represents the core jurisdiction and competency of human resources managers. Strong in relation to Field 2 because the quality managers can offer a substantially more extensive performance portfolio.

IT specialists 1. Process design 2. Key figures system

Weak, because expensive software dominates processes to a major extent in many areas and the IT specialists have the power of design.

Operative management personnel

1. Process design 2. Requirements management

Indifferent; on the one hand the quality managers master the suitable methodological portfolio, and on the other the operative management personnel occupy a strong position on account of their responsibility for implementation. However, their function is completely heterogeneous and unorganised in occupational terms.

Represent-ative for subsystems

1. Requirements management 2. Management system set-up

Strong, because quality management is suitable as a lead system on account of its maturity and tendency towards being a holistic approach. Quality managers can draw support from occupational structures which have been established for longer and more intensively.

External consultant

1. Organisation development (reorganisation, change projects) 2. Strategy development 3. Process design

Weak; the consultants are highly specialised in these Fields and aggressively lay claim to the corresponding responsibilities.

The requirements for the occupation of quality manager are described below in line with the

occupational characteristics.

4.2.1 Jurisdiction and tasks

There will in future be a great need for engagement with themes related to quality management,

such as risk management, energy management, knowledge management and innovation

management. The relationship with quality management is due primarily to the fact that system

structures and processes are needed to deal with these themes. They are predestined to be

included in integrated management systems. However, there is the danger that each area of

management will develop other jurisdictions of its own and that management systems will

fragment. With their previous knowledge of systems and system set-up, however, quality

managers are well equipped to handle the competition for this jurisdiction.

The progressive tertiarisation (“shift to the service sector”) of the economy means that quality

management will have to be increasingly concerned with services. This does not only apply to the

48 see Section 2.2 and the remarks of Abbott [Abbott 1988, pp. 33ff and pp 59ff]

23

growing service sectors themselves, which are increasingly using quality management. It also

applies to production companies with respect to their internal service processes and the external

service processes – such as engineering and support services – that they call upon. In many

companies this requires a clearly extended area of jurisdiction for the quality manager.

The large number of change initiatives and the increasing complexity of business models and

partner networks that are still anticipated for the future are the reasons for the great need for

change management and hence for organisation development. Organisation development

embodies the new and challenging area of jurisdiction for quality managers.

All in all, the diversity of themes and the many jurisdictions and tasks expected for the future will

require a special mode of working within quality management, which will take the form of internal

consultancy. But since it can be foreseen that ongoing specialisation in many areas – combined

with progressive thinning out of the workforce and the shortage of skilled personnel and specialists

– will also favour the use of external consultants, one significant requirement will be to co-ordinate

internal and external consulting services. A possible task for quality managers is therefore the co-

ordination of the selection and deployment of external consultants.

4.2.2 Methods and tools

Increasing “technification” – from ever-advancing hardware and software capabilities through to

man-machine interfaces, bionic extension of the senses and motor capabilities – is creating much

wider possibilities in the areas of measuring technology, data linking and product handling. Greater

automation in the areas of measurement and handling as well as an additional possibility for poka

yoke can relieve quality management of their still intensive concern with test planning and test

evaluation.

But in particular, the growing need for change management and organisation development is

generating a need for suitable methods and tools specific to quality management. There are

different schools of organisation development (example: systemic organisation development), but

the methods and tools used there cannot necessarily be transferred. They are mostly applied by

persons external to the organisation who will then leave the company again after their intervention.

Quality managers, on the other hand, are rooted in the company on a long-term basis. This means

that new and useful possibilities arise for their work over time, along with other possibilities that are

not or not so suitable. If internal consultancy is to play an effective role, quality managers must

utilise an appropriate method-based and process-related procedure as well as suitable consultancy

tools. The compilation and development of a method portfolio specific to quality management is

essential for organisation development and internal consultancy.

4.2.3 Qualifications and competencies

The increasing complexity of products and services, and of the preliminary stages, materials and

processes that generate them, gives rise to a corresponding need for competence within the

affected companies. The question arises whether quality managers must and can, as has been

usual to date, possess the necessary specialist competence. They need an understanding which is

good enough to enable them to operate management system development and also integration

and organisation development within their highly specialised companies.

24

Organisation development needs analytical competency in order to determine the need and

potential for the development, as well as conceptual and implementation competency to

accompany structural changes and advance the development of the corporate culture. The bundle

of competencies required can be summarised as organisation development competency and

consulting competency. Competencies needed for this are at present only included in quality

management qualification in a rudimentary fashion and are not included systematically.

4.2.4 Status and role

The jurisdiction for organisation development demands a status which makes it possible to work on

an equal footing with the company management and high-ranking management personnel. The

role as internal consultant leaves little scope for intensive operative day-to-day quality

management, or it changes this fundamentally. Quality managers in the QM scenario 2020 work

largely in projects, primarily as project managers for change projects, or they co-ordinate and

manage the total portfolio of change and organisation development projects.

5 The quality manager as organisation developer

The assumption of jurisdiction for organisation development answers many of the future

requirements regarding quality management and the occupation of quality manager. The role

scenario of organisation development appears to be both plausible and useful for the companies

and desirable for the occupation of quality manager.

5.1 Organisation development – the new area of jurisdiction for the quality manager

5.1.1 Plausibility and benefit

The plausibility of assumption of the jurisdiction for organisation development is derived from the

trend scenario QM 2020. There is, however, also a certain direct logic in expanding decades of

concern with the design of management systems by quality managers so that it culminates in

organisation development. The author’s own studies have also shown that the role scenario of

organisation development already exists for about one quarter of quality managers (see Section

2.4). In particular the organisation development area of jurisdiction offers a bundle of tasks which

are suitable for introducing and further developing holistic quality management approaches within a

company, such as the EFQM excellence approach. Holistic quality management approaches have

four important functions:

a normative function; they name the themes management must engage with,

an analytical function; they pay attention to strengths and improvement potentials, including

possible neglect of relevant themes, deficient linking of themes, inadequate effect of

operationalisations,

a didactic function; they offer management personnel a structure of modern management

knowledge and represent the complex relations within the company in the form of models,

a communicative function; they ease internal and external communication with regard to

holistic quality management and organisation development.“ [Sommerhoff 2012]

If quality managers assume jurisdiction for organisation development, this is of benefit both to the

companies and their managements.

25

“The company management

gains a competent contact person for all organisation development themes,

obtains an operative resource for the management of change and organisation

development.

The company

develops itself and its economic success more effectively and in a holistic and sustainable

way and avoids a number of dead-ends and diversions,

purposefully enhances its attractiveness for employees, partners and customers,

is less reliant on external consultants or can evaluate and implement their concepts and

performance better.” [Sommerhoff 2012].

Although there are not only external organisation developers but also internal ones49, the

jurisdiction for organisation development may be deemed to be vacant since no individual

occupational group occupies this field completely. It may be the case that the previous organisation

developers are not seen as organised as regards their occupation50, which acts to their

disadvantage in the competition for jurisdiction against a large occupational group of quality

managers if these present themselves as largely cohesive in the future.

5.1.2 An approach to organisation development that is specific to quality management

organisation development

The German Society for Organisation Development (Gesellschaft für Organisationsentwicklung)

defines organisation development as “a sustainable development and change process designed

for the long term for organisations and the people working in them. The effect of this process is

based on the common learning and knowledge of all individuals involved, which is gained through

direct participation in the processing and solution of operational and business problems.” [GOE

2009] However, it is appropriate and helpful for quality managers to find suitable and independent

access to the subject of organisation development.

The EFQM Excellence approach is a possible option, for example; in view of its extensive use and

high level of acceptance it can be considered as a representative holistic quality management

approach. One of its fundamental functional mechanisms is the measurement and development of

the maturity of the organisation. The RADAR assessment method exists for this purpose, which is

used by experts to measure the level of maturity on a scale of 0-1000 points. Since both the quality

of the procedures and the quality and sustainability of the company results are included in the

assessment, a high level of maturity according to RADAR indicates a well managed, well set up

and successful company which is deemed to be excellent. If the company reaches the very highest

levels of maturity, it can act as an example for others. Based on this, maturity is a measure of the

quality of the company and a suitable target variable for organisation development. Essentially,

there are two aspects which contribute to a high level of maturity, the maturity or quality of the

company structure51 and the maturity or quality of the corporate culture. Figure 5-1 illustrates how

49 In the author's own study in 2010 involving a survey of 400 top decision-makers, one third of them indicated that their company had an organisation development function. 50 the Society for Organisation development [Gesellschaft für Organisationsentwicklung], for example, only has about 30 members 51 The term structural quality comes from the specialist quality management literature for the social welfare and health system. Dona-bedian described health care quality in terms of the elements structure, process and outcome as early as 1966 [Donabedian 1966]. It is significant that these terms and the notions behind them have not found their way into the terminological system of production-focussed quality science, although they are very common in the literature of nursing and health science. (Footnote taken from [Sommerhoff 2012]

26

different organisations with the same level of maturity can be from one another and that,

depending on the initial situation, organisation development needs to act in quite different

directions in different situations in order to achieve a state of maximum maturity, or excellence, as

the EFQM calls it.

With these preliminary thoughts in mind, the author’s own definition is as follows:

Organisation development means purposeful, holistic design of an organisation’s structure

and culture in order to sustainably raise its degree of maturity or keep it at a high level, or in

order to manage and master necessary change.

Figure 5-1: Organisation development viewed as the development in maturity of the structure and culture of

the organisation [Sommerhoff 2012]

Table 5-1 shows the author’s own estimation of how the EFQM Excellence Model takes account

both of aspects of corporate structure and aspects of corporate culture in the sub-criteria. The

notion of organisation development defined here is, however, not tied to the EFQM Excellence

approach and does not rely on it. In fact, organisation development can fundamentally be used as

a way of introducing and further developing any modern, holistic quality management approaches.

Table 5-1: Percentage of structural and cultural aspects in relation to the sub-criteria of the EFQM

Model (2010)

Sub-criterion (Criterion) Structure

component Culture

component Sub-criterion (Criterion) Structure

component Culture

componentCorporate policy 20% 80% Partner management 80% 20%Management system 80% 20% Finance management 100% 0%Interest groups 40% 60% Asset management 100% 0%Excellence culture 20% 80% Technology management 100% 0%Change 60% 40% Knowledge management 60% 40%

Management 44% 56% Partnerships 88% 12%External input strategy 100% 0% & Resources Internal input strategy 100% 0% Process management 100% 0%Strategy development 100% 0% Development 100% 0%

Strategy implementation 80% 20% Marketing, distribution 100% 0%Strategy 95% 5% Rendering of service 100% 0%Human resources planning, recruitment 80% 20%

Customer relations management 60% 40%

Competence development 60% 40% Processes, Products, 92% 8%Employee involvement 40% 60% Services Internal communication 60% 40%Recognition of employees 60% 40%Employees 60% 40%

27

5.1.3 The quality manager as organisation developer

Acting as organisation developer places the quality managers in the roles of internal consultant,

theme scout and coach. Their mode of working is thus increasingly similar to that of external

management consultants, with the difference that the latter intervene for a short time and can then

leave, whereas quality managers – mostly – aim at a long-term collaboration. Their primary target

group comprises members of the top management, with other management personnel as the

secondary target group. The division of roles between organisation developers and top

management is such that the top management set goals for organisation development, take

decisions and provide the relevant resources, while the quality managers are their internal service

providers. The tertiary target group consists of the employees of the company, who experience the

service of the quality managers as those involved in and affected by change projects.

Project work is the main component of the work of the internal consultants. Consultancy activity is

broken down into the steps of analysis (analysing potentials), conception (drawing up a (solution)

concept) and implementation (implementing a (solution) concept). This covers the same ground as

the identification of the steps of professional work which Abbot performs52. Abbot describes these

as diagnosis, inference, treatment. The special feature of this approach is that a clear definition of

an occupational activity in terms of these three steps not only reveals the professional nature of the

work. The more complex and difficult the three steps are, the higher the rank of the profession

itself. It can be seen that quality management work has always been strongly dominated by the

steps of analysis, conception and implementation. These steps were initially focussed on failure

reduction and then, increasingly, on implementation and development of the management system.

Now, to consider the company as a whole as an object of the steps of professional work

undertaken in the context of organisation development means a shift in significance for the

occupation of quality manager. This is also helped by the fact that the quality managers need and

build up an abstract knowledge system for organisation development (see 2.3 and [Abbott 1998]).

This provides them with exclusivity in relation to occupational groups with which they are in

competition.

Fig. 5-2: The occupation characteristics of quality managers for organisation development

52 [Abbot 1988, p. 40]

28

Figure 5-2 summarises the major aspects of the activity of organisation developer in a structured

way following four pairs of occupational characteristics. In addition to the three steps of

professional work there are two steps of internal marketing. The effectiveness of these steps is a

major factor for the possibilities and success of quality management work.

5.2 Transformation

For all the plausibility and usefulness of the quality manager’s assuming jurisdiction for

organisation development, nothing in the trend scenario QM 2020 indicates that this role scenario

will establish itself as a matter of course or do so without further intervention. It must rather be

assumed that achieving it will involve active intervention, in other words that it will require

transformation. Four fields of transformation appear essential: professionalization, marketing,

differentiation and qualification. The interview instrument presented in Section 2.4 even provides

the possibility of measuring the progress of transformation in the future.

Transformation will not proceed easily or immediately and will also not be achieved quickly. It

requires a largely cohesive approach on the part of the occupational group itself. The German

Society for Quality (Deutsche Gesellschaft für Qualität), with its 6000 personal members, achieves

the highest degree of activity in the occupational group53 in Germany, and with its resources and

networking it can play a major role as a multiplier in all four fields of transformation. Even so, a

minimum period of ten to fifteen years must certainly be assumed in order to achieve a high degree

of implementation of the transformation. The academic chairs of quality management and the

Society for Quality Sciences (Gesellschaft für Qualitätswissenschaften) also play a multiplier role

and can in particular play a major part in shaping the transformation fields of rofessionalization

and qualification.

Transformation, however, is not dependent on a change in the functional and occupational

description of quality managers. If the transformation succeeds, management personnel will

experience quality management as organisation development and organisation development will

itself be quality management. The power of definition and interpretation with regard to organisation

development will then lie with quality science. The current picture of organisation development is

too diffuse and heterogeneous, and today’s organisation developers are too weakly organised as a

profession to counter an active take-over by quality managers and quality science. There are four

major levers for transformation, which are described below. They are rofessionalization,

marketing, differentiation and qualification.

5.2.1 Professionalisation

For the occupation of quality manager, rofessionalization means than quality managers must

perform the aspects of their activities which have a professional character more extensively than

before, not in order to become classified as a profession by the sociologists of the professions, but

simply because these aspects represent quality characteristics in relation to respected, high-

ranking occupations. This means specifically:

raising the level of professional organisation in order to represent and assert interests more

effectively,

53 whose size can be estimated at 35,000-70,000 persons (see Section 3.1)

29

creating and operationalising an occupational ethic in order to strengthen quality managers

where there are conflicts of interest and to underpin their integrity,

academicising and helping to shape qualifications in order to bring them more in line with

requirements and to provide them with higher ranking and status,

highlighting quality management’s orientation towards the common good in order to make

society aware of the significance of the occupation of quality manager and hence enhance

its influence,

raising the degree of autonomy in the exercise of the occupation in order to design the

essential steps of quality management and organisation development in accordance with

need,

defending the monopoly of practical competence against professional competitors in order

to obtain and expand significance and effectiveness as an occupational group.

5.2.2 Marketing

For the occupation of quality manager, marketing means highlighting to management personnel –

and primarily to the members of top management – the potential of the quality managers as

internal service providers and organisation developers.

“There are two levels of marketing [Sommerhoff 2012]:

marketing of the new occupational image of quality manager in society and the economy,

marketing of the new role of the individual quality manager in his organisation.”

The line of attack of marketing may be, for example:

making the Federal Government aware of how strongly the quality of German companies

impacts the success of the economy as a whole and of the role quality management and

the occupation of quality manager have in this,

highlighting the contribution of quality management and quality managers to the area of

consumer protection,

supporting authors of specialist literature on organisation and business administration in

describing quality management in an appropriate way,

deploying traditional advertising material and careers consulting in order to interest school

students and high-performance career entrants in the occupation of quality managers,

implementing projects which generate attention for quality management and the occupation

of quality manager and presenting both in a modern form.

5.2.3 Differentiation

Assumption of jurisdiction for organisation development gives rise to two dilemmas which can be

resolved by differentiation and separation:

the dilemma of overstretching resources if previous activities are not reduced to the extent

that new activities of organisation development emerge,

the dilemma of overstretching roles if “policing” activities thwart the change of role to that of

organisation developer.

For the occupation of quality manager, differentiation can mean consistently separating in terms of

personnel the operative tasks of quality assurance and the strategic tasks of quality management

and organisation development. Further relief is obtained if the operative tasks of quality assurance

30

are no longer implemented by quality personnel, but by other employees and line management

personnel. This transfer of jurisdiction should be practicable if it is carried out under the

surveillance and supervision of quality managers specialised in organisation development.

5.2.4 Qualification

Finally, successful exercise of the jurisdiction for organisation development stands or falls with the

competence of the protagonists. If we consider history (see Section 2), it can be seen that quality

managers have acquired a methodological competence in the development of many aspects of the

structure of organisations, but not in the development of corporate culture. In the final analysis

there is a lack of systematically designed competencies in the field of organisation development.

To date, quality managers have also not been systematically qualified to adopt the mode of

working of an internal consultant.

Today, quality managers mainly have an academic training, but only isolated individuals have

acquired a specific qualification in quality management within the framework of this training. It

would be appropriate to set up an academic training programme specifically for quality managers.

Quality management is today a supplementary qualification or specialisation for engineers or other

occupations. In future it would be possible to have instead an original academic quality

management training which includes a more advanced consideration of technology, service or

public administration.

5.3 Boosting the effect of quality management

Repositioning the occupation of quality manager to become that of organisation developer will

invigorate the discussion around quality and quality management in individual companies and also

within the wider economy and the public services. Quality management will then become a focal

concern of higher management staff. If the active representatives of the occupational group and its

multipliers conduct this discussion whilst clearly highlighting the benefits to managers and

companies as a whole, quality management can take on a positive dynamic.

A joint project for the occupational group aimed at transforming the image of the occupation will

unify the members of the group and strengthen them considerably when it comes to practical

implementation. The steps of professionalization and marketing needed for the transformation will

build up competencies in terms of self-marketing. This in turn will help individual quality managers

within companies and organisations to improve the position of quality management and hence

boost its effectiveness.

If the transformation succeeds, the tasks of organisation development and the high status this

involves, together with the role of internal consultant to members of top management and other

management personnel, will make quality managers into key individuals in the company. They will

obtain direct access to top management and establish a good basis for directing top

management’s attention to themes and projects and for competing with other management

personnel for resources. However, not only the proximity to top management, but also their own

specific competence in the field of organisation development – in other words analytical

competence and the competence to draw up and implement solutions – will enable the quality

managers to leave their mark on their company and to make an acknowledged contribution to

securing the company’s future existence, enhancing its maturity and coping with change. In this

31

way quality managers can build up, expand and maintain a highly effective holistic quality

management system.

All in all, the occupation of quality manager itself exerts a major influence on the effectiveness of

quality management. Effectiveness and also influence are reduced if modern requirements are not

met. In contrast, influence boosts effectiveness if the occupation of quality manager enjoys a high

status and occupies a role which is supportive of the company management. If this occurs, the

professional actions of the quality managers enjoy a high level of acceptance – and it is precisely

this acceptance which makes it easier for management personnel in turn to accept and support the

solutions proposed by the quality managers for the further development of the quality management

system and organisation.

6 EOQ perspective and European transfer

The present consideration and scientific results on the transfer of the occupation of quality manag-

er is based on the German situation, society and economy. There is however a possibility to trans-

fer the findings to other countries. The methodological scientific approach is transferable anyway.

To carve out the specifics of the situation and surrounding conditions of the German quality man-

ager may help to transfer the current approach and finding.

The German economy is more than others based on production companies with a very specific mix

of sectors and industries. The occupation of engineer is a leading profession in business and soci-

ety. As many German quality managers are engineers by education, they tend to share the specific

dispositions and views of engineers. But concerning organisational development fairly different

educations will be relevant. Educationalists, psycologists and sociologists carry much knowledge

and skills needed to develop and transform organisations. But those professions are rather less

prestigious than engineer in German industry. Germany is characterised by many nations to have

attributes and characteristics that are related with quality as e.g. reliability, honesty and diligence.

The “Made in Germany” is a quality brand in itself.

These and further settings influence the current situation and future prospects of the occupation of

quality managers in Germany. That are likely to be different in other countries due to their mix of

industries, society, education and other national characteristics.

A high degree of organisation is needed to drive the change and transfer of the quality occupations

in anticipation of future needs. In Germany this degree of organisation of the quality managers is

low. There is a national quality society, Deutsche Gesellschaft für Qualität (DGQ, German society

for Quality), but it is not yet acting as a strong professional association as e.g. the medical associa-

tion, influencing academic education and centrally defining the job profiles. The findings on the

transformation of the quality manager show, that it will not occur as a self-initiated or imperative

process but rather will have to be stimulated and directed by a central force. That can in any coun-

try be the national quality association if it already is or is willing to become a professional associa-

tion. But trying to drive the development of the quality manager towards a new jurisdiction of organ-

isation development really is a change process. That change process arouses strong resistance by

many current quality managers, managers and other occupations that may compete with the new

quality managers. A quality association trying to manage the occupational change process under

these circumstances must be very focussed and robust. It must develop a clear view on the bene-

fits of the potential transformation and be able to involve the forces of innovation and change and

32

to contain the many conservative forces. And those forces seem to be strong as always in pro-

cesses of fundamental change.

The European Organisation for Quality (EOQ) can provide a European framework for the occupa-

tional transformation as it already has established structures and gathered experience for and in

developing competence schemes and curricula. Nevertheless the task ahead goes far beyond for-

mer developments of the quality management occupations.

33

7 Conclusion and prospects

An evaluation of future studies and trend forecasts reveals future trends that can be expected in

quality management. They require fundamental further development of the occupation of quality

manager. Assumption of the jurisdiction for organisation development is a plausible further

development of the occupation. Such organisation development is beneficial to companies and

management personnel and worthwhile for the quality managers themselves. One quarter of

quality managers are already in a scenario where top managers place quality management in a

position with changing orientation and a leading rank. In such a scenario, quality management can

constitute organisation development if quality managers consciously reflect on the role this

requires and occupy it in a competent fashion.

For this purpose, quality management needs an approach to organisation development which is

specific to quality management. Quality science and the practice of quality management itself form

the framework for organisation development, along with the early TQM approaches and, to an

even greater extent, the modern holistic quality management approaches which are widely in use

today. On this basis, organisation development can be seen as the development of the level of

maturity of companies towards a higher result capability, a subset of that being the quality

capability of an organisation. This includes the developments in the structure and culture of the

company, designed for the long term and geared to individual needs. Quality managers are

traditionally well equipped and qualified in order to develop the structure, but there is a lack of

methods and competencies in relation to development of the culture.

The occupational group as a whole is highly heterogeneous today; existing roles, such as “policing”

and organisation development, differ fundamentally from one another. Assumption of the new

jurisdiction for organisation development and the acceptance of the corresponding role of change

manager, coach and internal consultant will not come about automatically and as a matter of

course based on a knowledge of future trends. Active transformation is needed. Four major levers

of transformation are professionalization, marketing, differentiation and qualification.

If the launch and subsequent transformation are successfully implemented – a project which could

certainly take as long as ten to fifteen years – both the process of transformation and the new

positioning of quality management will help to boost the effectiveness of quality management. The

following factors contribute to this:

intensive discussion which will accompany the transformation towards the new type of

quality management,

improved, direct access to the company management for quality managers in future, and

related to this, maintenance of the necessary attention and resources,

a newly acquired organisation development and consulting competence which enables

quality managers to identify projects which will secure the company’s future existence and

enhance the company’s success and to implement them within the framework of holistic

management concepts.

Further work can from now on help to shape a quality management specific approach to and also a

model for organisation development. An essential element within this will be the compilation of a

methods portfolio.

34

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